The objective of this article is to evaluate the impact of Transformational Leadership on Organizational Innovation, Supply chain Integration and Organizational Performance. Research was carried out on 562 Vietnamese textile and garment enterprises. We use Smart PLS 3.6 software for data analysis. The results show that Transformational Leadership had a positive impact on Organizational Innovation, Supply chain Integration and Organizational Performance. In addition, the Supply chain Integration plays a role as a complete mediate in the relationship between Organizational Innovation and Organizational Performance. Size has a statistically significant moderate role on the relationship between Organizational Innovation and Organizational Performance. Finally, the leader qualification has a statistically significant moderate role in the relationship between Transformational Leadership and Organizational Performance. From the above results, we recommend the leaders of Vietnamese textile and garment enterprises to improve leadership capacity, apply a transformational leadership style to improve organizational performance.

The fundamental reason for this study was to explore the impact of Supply Chain Integration on Operational Performance through the directing part of Lean Operations. The study essential information gathered from the example that contains 288 supervisors working in Saudi Industrial Organizations lied in the western locale, utilizing an all-around planned survey. This study coordinated to study how the supply chain integration, lean operations, and operational performance can impact each other in manufacturing associations. SEM model created and deliberately surveyed and tried. The key discoveries demonstrate that rehearsing supply chain integration cycles could bring about expanding the open door for manufacturing associations to accomplish operational performance through applying lean practices. Therefore, the connection between supply chain integration and operational performance, just as the connection between lean operations and operational performance, was positive, given these connections, it very well may be presumed that the lean operations (as a directing variable) can have a positive impact the connection between supply chain integration and operational performance. Particularly, the connection between supply chain integration and quality performance measures.

The most significant impacts on the environment and society of corporate operations occur in the supply chain. Environmental impacts occur at different stages of the environmental life cycle and relate to the extraction of raw materials from the earth, the processing and manufacturing of building materials, the construction process, operation or use, maintenance and repair, repair and eventual disposal or reuse of materials. Environmental phenomena of climate change or global warming are the result of human practice. Global warming causes an increase in ocean temperatures and surface of the book, causing melting of polar ice caps and rising sea levels. Another phenomenon of waste and sewage problems has become a national and international problem. Every supply chain activity in a series of production activities has an impact on the environment. Supply chains can have different organizational structures that reflect business relationships or the level of collaboration between chain companies. This study examines the relationship of Life Cycle Assessment (LCA) with Environment Supply Chain Management (ESCM) and Sustainability Supply Chain in Manufacture in Indonesia.

Supply chain management is essential for enhancing an organisation’s position among its competitors by improving its efficiency and effectiveness. The fundamental goal of this study is to recognize the effect of the supply chain responsiveness, flexibility, and its adaptation within the Saudi Arabian business industry. The data in this study were collected from a sample of 390 participants in senior business positions, and then analysed using the multiple regression technique. The results indicated that both the measurements and model have satisfactory fit indices and showed that the three hypotheses raised in this study could be accepted. Additionally, the results demonstrated that both the responsiveness and adaptation of the supply chain exert a positive effect on how the supply chain performs. So, the faster the organisation responds and adapts to the supply chain activities, the higher performance they tend to get.

This study aims to assess the success of implementing Lean Manufacturing (LM) practices in food companies in Indonesia through the mediating role of Manufacturing Agility Competencies (MAC) to improve Operational Performance (OP). The method used is survey method. The study uses a positivist paradigm to see the effect of Lean manufacturing on operational performance. Testing used Structural Equation Modeling (SEM) by the Partial Least Square (PLS) approach. Finding of this study reveals that lean manufacturing practices have no positive effect on operational performance in Indonesian food industries. Meanwhile, the mediating role of Manufacturing Agility Competencies has succeeded in increasing the effect of Lean Manufacturing on operational performance. The originality of the research lies in the process of forming Manufacturing Agility Competencies as a strategy with a long process based on the experiences and observations made in food companies in Indonesia.

Recently, Lean Six Sigma (LSS) has attracted much attention from both researchers and practitioners. In fact, many published papers used a quantitative research methodology to build and test theory in the field of LSS implementation in manufacturing area. Very few studies have been reported about the critical success factors influencing of six sigma implementations. The aim of this study is to present the results, from an empirical evidence, of Six Sigma implementation in Tunisian manufacturing. Therefore, fourteen main factors have been identified through literature review and questionnaire survey. Interpretive structural modeling (ISM) has been used to develop a hierarchical structure for analyzing the interactions among the key factors. By using the MICMAC technique, the barriers were classified into four groups according to their driving power and dependence power. Our finding provides important insight to managers and practitioners about factors in the LSS implementation process.

The rice industry policy must be comprehensive with a scope of policy from upstream to downstream. In other words, it must cover all supply chains of the rice industry consisting of five levels, such as, the level of farmers who process rice, grain traders, rice traders, rice traders in production areas and rice traders in urban markets.The purposes of this research are (1) to identify and model the current supply chain system of the rice industry; (2) analyze the simulation of the rice industry supply chain system policy; and (3) recommend rice industry policies which provide incentives for all rice industry supply chain actors. The research method used is the case study method. The aim is to understand a phenomenon in the rice industry supply chain system in depth in West Java Province – Indonesia. The results show that the rice industry supply chain system model is a closed cycle consisting of material flow feedback in the form of grain, rice, money and information flow in the form of demand that occurs in the interaction of actors from farmers, grain traders, rice milling units (RMU), rice traders in production centers to rice traders in urban wholesale markets in Bandung and Jakarta. Every businessman in the rice industry has the same goal, which is to maximize the profits. Thus, it can potentially lead to a conflict of interest which is manifested in the desire of every businessman to sell as much as they produce at the highest possible price but this will not happen because of the limited resources they have, such as capital and the market demand they receive. The strategy of increasing production is often carried out by the government at this time which it cannot be done partially without considering other rice industry supply chain instruments. The impacts of this partial policies are farmers, collectors, rice traders and rice mills gain unstable profits and the benefits received are lower than before the production strategy and policy were implemented. The recommended policy strategy is the rice industry supply chain system should be able to guarantee the availability of sufficient rice and capable of guaranting the welfare of farmers with a policy that integrates rice farming and agro-industry production strategies, financing strategies and accessible to all levels of actors in the rice industry supply chain, human resource development strategies and rice business risk management strategies, simultaneously. The integrated policy strategy needs to be carried out since rice supply chain management is a coordinating system of material flow in the form of grain, rice, money, facilities and information flow in the form of orders or requests, knowledge and innovation.